This strategic plan 2018 – 2022 is coming into effect with YADNET UGANDA undergoing very important transitions from being district focused to national focus. During the first 2 years of the strategic plan, YADNET UGANDA expects to formally change its name to match the developments that have happened in the operational geographical and other areas. Such developments include transitional from KYADNET to YADNET UGANDA and setting of 6 regional Youth Centers (innovation hubs) and strengthening divisional chapters in Kampala. The trends in programming especially for advocacy are also in such a direction that numbers do count which calls for deeper and wider involvement of stakeholders in such interventions.

The foundation to this plan is based on the lessons arising from the over 3 years of the network existence which have been full of actions characterized with tremendous achievements, important challenges and exciting points of learning in addition to stakeholders’ invaluable contributions.

The need for one-stop point for Youth to be empowered and explore their potentials both at national and regional, requires setting up the YOUTH INNOVATIONS, INFO& TEENAGE CENTER both in Kampala and 5 other regions of Uganda

YADNET UGANDA STRAGETIC DIRECTION 2020-2025

The YADNET SD model will be the deliverable of the network to all youth in Uganda. The network will set up a model Youth center in Kampala in the first year of the strategic plan and later extend the model to other regions in Uganda (Gulu (North), Mbarara(West),Lira(West-Nile),Mbale(East),Moroto(Kalamoja region) and Hoima(Albertine region).These Youth &Teenage centers will be run by member organizations and operationalized by the network secretariat.

During the 5 years, this Strategic Plan will be guided by the following six (6) Strategic Directions (SDs);

SD 1: ADVOCACY FOR BETTER HEALTH (SRHR) SERVICE DELIVERY – scaling up access to youth friendly services for young people through providing affordable services and teenage information in addition to age appropriate teenage and youth services.

SD 2: CAPACITY ENHANCEMENT, EMPOWERMENT AND KNOWLEDGE MANAGEMENT – focusing on the capacity of young people and member organizations in order to contribute effectively to the development process

SD 3: INSTITUTIONAL STRENGTHENING THROUGH FOUNDATIONAL GOVERNANCE AND LEADERSHIP DEV0ELOPMENT – to enable more investment in areas of programs that support vulnerable people especially young people using a rights-based approach; while also strengthening member CSOs to amplify the voices of the poor; and enhance their economic livelihood.

SD 4: COORDINATION AND NETWORKING– the coordination of member organizations and reaching to potential networks and partners nationally, regionally and globally.

SD 5: PARTNERSHIP FOR ENVIRONMENTAL SUSTAINABILITY AND RENEWABLE/CLEAN ENERGY-Engaging and promoting environmental conservation initiative among partners at all levels through climate smart Agriculture, renewable energy, Oil and gas, mitigation and adaptation to combat climate change at national level, Greatlakes region, continental and global levels. These would be through national and regional networks, ARFSD, AU 2063 Agenda, UN SDGs 2020 agenda and UNFCCC conference of parties. Due to impact of climate changes that has led to reduction in production, CSA is the way to go for youth through value addition and value chain.

SD 6: RESOURCE MOBILIZATION-Investing in resource mobilization for the organization is one of the important pillars of this SD through reaching to potential donors and entities through collaborations and partnerships to strengthen the organization operations.

Once the strategies and planned actions under each of the areas, are effectively and efficiently implemented, YADNET UGANDA and its constituencies will gradually move towards achieving its goals. There is need to update the resource mobilization plan in line to this strategic plan. Likewise, the communication and advocacy plan, among other operational plans will need to be refined so as to effectively facilitate the implementation of this strategic plan.

I wish to extend my appreciation to all YADNET UGANDA members, development partners and friends that volunteered their time and information in the development of this strategic plan.

Dr Dinah Nakiganda

Chairperson YADNET UGANDA Board of Directors

Acknowledgements

Youth Advocacy and Development Network Uganda (YADNET UGANDA), a network of organizations working with young people. At a recent AGM, members resolved that the name of the organization should be changed to reflect the wider area of operation instead of limiting the operation of the network to only Kampala but national focus. YADNET UGANDA acknowledges the enormous support received from its members and partners towards its existence as it strives to achieve its mission and objectives.

First, appreciation goes to Plan International Uganda and Uganda Youth Network (UYONET) that have supported the existence of the network from the beginning. Thank you UYONET for the brain behind the formation of the network. I addition, I wish to thank Reproductive Health Uganda (RHU) has housed the network for the first two (2) years of the operation and resource mobilizing for the network.

Appreciation also goes to our partners who have supported different initiatives which this plan is built upon most importantly Plan international Uganda. Without their support, it would have been very difficult for YADNET UGANDA to survive especially meeting operational and program costs through which the member organizations and individual different categories of beneficiaries are reached. The Government of Uganda and Local Governments have offered YADNET UGANDA a favorable working environment which is greatly appreciated. We trust that this will continue.

The cooperation and networking spirit of YADNET UGANDA Board and Member CSOs provided a strong input in the process of the development of this plan and its implementation remains dependent on such foundation.

I finally commend the hard work exhibited by the consultant, Mr Amon and secretariat staff not only in the development of this document but also designing strategies for its implementation.

Raymond Ruyoka

National Coordinator/Team Leader/Chief Executive Officer

1.0. INTRODUCTION

1.1. Background to YADNET UGANDA

Youth Advocacy and Development Network Uganda (YADNET UGANDA) is a network of youth led organizations in Uganda, created to prioritize and advocate for youth health and development needs. The Network was formed upon a realization that despite existence of policies and legal frameworks for provision of SRH and GBV services and despite the conducive environment for prevention, response as well as protection on Gender Based violence, there still exist a huge challenge attaining SRHR for the youth in Uganda. Some of the reasons affecting realization of youth development include: lack of resources including human and capital; inadequate capacity of the duty bearers/actors the policies, weak Civil society movement which affects demand for accountability from the duty bearers led by UYONET under NIYETU Project funded by Plan International Uganda. It’s from that background that in 2016 KYADNET now YADNET Uganda was formed from 18 youth led NGO in Uganda to join government and other civil society in implementing youth programs within the context of accelerating sustainable development and transformation of Uganda’s economy. The Network implements activities to promote youth involvement in advocacy, accountability, Livelihood and governance issues to improve accessibility to SRH&R services which is embedded in her Youth and Teenage center model.

YADNET UGANDA has since grown and is currently constituted by more than 40 youth organizations, prospecting to function across the country as the strongest youth led network in Uganda

1.2. Strategic plan development process

Phase One: The development of this strategic plan followed a consultative process in order to ensure that the plan is in line with the objectives of member organizations and provides strategic direction for strengthening civil society coordination in influencing policy and practice in Uganda. The process of developing this strategic plan was entirely by members through consultations that generated ideas from members in February 2018 at the first Annual General Meeting and then in April during the partners consultations where more than 35 members generated ideas that influenced the development of this strategic plan without incurring any consultancy costs but members generous ideas and views. The secretariat undertook review of the member’s ideas to develop the strategic plan and conducted consultations and key stakeholders. A few members from the network, helped the secretariat and Board members to revise the issues identified in the situational report and prioritize the critical strategic issues for the next five years and stakeholders’ workshop critical issues identified in the situational analysis report and consensus was built on the network’s strategic direction. Therefore, the formulation of this five year plan has been participatory and consultative process with YADNET UGANDA membership and input from a diverse range of key stakeholders. That said, the secretariat appreciates the following members that did a lot in shaping the plan; Kadokech Sebby and Joshua THEMBO-appreciated for tremendous work done.

1.3 Transition from KYADNET to Yadnet Uganda

During the strategic planning process, the management, board and stakeholders realized the fact that there was need to focus the network to broader framework instead of district focus as before. Therefore, during the AGM in February 2018, member’s resolutions focused on meeting the member’s needs of national advocacy and development agenda. This led to change of the pillars to be broadened to focus on; Advocacy, Empowerment, Leadership &Governance, Environmental Sustainability, Institutional Strengthening and Research Development. These will foster the bigger and broader operational area of the network. This also led to setting up of Seven (7) Regional coordination structures that is; Gulu, Mbarara, Mbale, Hoima, Arua, Moroto and Kampala. The focus for the district advocacy network, will form divisional chapters in Kampala led by divisional coordinators.

2.0 EXTERNAL CONTEXT

The new global targets for improving people’s lives around the world, the “Sustainable Development Goals”, is an unprecedented push to tackle the root causes of poverty. The SDGs embraces the need for economic development that leaves no one behind and gives every child a fair chance of leading a decent life¹. The SDG is a great opportunity for young people across the world to manage their development discourse. For African countries including Uganda, the SDGs will only succeed if the African youths harness their potentials to contribute to the development needs of their countries and if national governments provide supportive environment for the development to happen. On the one hand the SDG is a great opportunity for African youths to tap from; on the other hand it’s a great leap that needs well calculated moves. Access and cost of ARV is still a challenge for many youths in Uganda, youth unemployment, climate change, teenage pregnancies, conflicts and civil wars are among the great development impediments faced by the African youths, amidst a worldwide shared hope for a better future for billions of the youth.

2.1 Climate change

Globally, we are already witnessing and experiencing the onset of climate change. There is mounting evidence that climate change will have disastrous consequences for people and the planet². The effects of climate change extend beyond the environment and come with a broader set of socio-economic and political consequences. Climate change will exacerbate already precarious developmental concerns, and could potentially reverse progress on the Millennium Development Goals, ultimately affecting the vision for Sustainable Development. It will be a severe impediment to efforts aimed at eradicating poverty and promoting sustainable methods of production and consumption. Moreover, human rights, including right to Health, Education, will be adversely impacted if swift action is not taken to mitigate the human impact of climate change. Within the climate and environment discourse, YADNET UGANDA is concerned about the effect climate change to the youth of Uganda. This strategic plan puts focus to climate adaptability as among the key fundamentals for development.

2.2 National Development Plan 3

Uganda Vision 2040 aims at transforming the country from being a predominantly peasant and low income to a competitive, upper middle-income status by 2040. The development fundamentals within the vision 2040 framework are infrastructure; Science, Technology, Engineering and Innovation (STEI); land use and management; urbanization; human resources; and peace, security and defense. Implemented through a five-year national development plan, the current development plan focuses on two development fundamentals Infrastructure and Human Capital Development, with 3 priorities: Agriculture, Tourism, and Minerals, Oil and Gas aimed to increase impact and create growth momentum.

Within the current development plan YADNET has the opportunity to tap from the human capital development priority area, which focuses on increasing at accelerating the realization of the demographic dividend. In regards to the social development component, opportunity is available from government commitment to implementing national Programmes for women economic empowerment; promoting creative industries for job creation especially for young people. However, YADNET is conscious of possible shift in development priorities by government, which can affect the progress and realization of KYADNET’s vision.

3.0 THEORY OF CHANGE

3.1 MANAGEMENT AND ADMINISTRATION

YADNET UGANDA’s governance structure comprises of the Board as the highest organ of the Network, with overriding strategic and policy decisions. The board is headed by a Chairperson and is supported by a team of members. The board members were selected purposively based on their areas of expertise in various aspects of sexual and reproductive health, youth advocacy and social development. Below the board is the national programs committee led by the National Coordinator/CEO, supported by Executive committee. The National Coordinator is the Chief Executive Officer of the network and secretary to the board. The national programs committee is responsible for development of program action plans, work plans, key network coordination and partnership decisions; formulation, enactment and implementation operational decisions, bylaws policies. The executive committee is further responsible to budget management, fundraising, human resources development and institutional development. The operation of the network is implemented by heads of thematic areas and a team of network staffs and volunteers. Implementation of activities is shared role of network members.

4.0 The new YADNET UGANDA Strategic Plan 2020-2025

This Strategic plan (SP) seeks to strengthen YADNET UGANDA, s expanded role as national coordinating body for Advocacy focused organizations in Uganda. YADNET renewed identity and commitment with regard to coordination, advocacy and engagement towards Universal Health Coverage especially for Youth focused Sexual Reproductive Health services (SRHR), Environmental conservation and strengthened collaborations among Advocacy focused organizations in Uganda.

This Strategic Plan (SP) also fosters to strengthen collaboration for contributing to achieving Uganda’s Vision 2040, National Development Plan 3(NDP 3) African Union 2063 agenda and United Nations SDGs 2030 Agenda. Additionally, the plan places increased emphasis on value addition to YADNET UGANDA membership and building a dynamic, committed and functional governance and leadership function of YADNET UGANDA. The plan is structured around six (6) Strategic Directions as below:

SD 1: Advocacy for Better Health (SRHR) Services

SD 2: Capacity Enhancement, Empowerment and Knowledge Management

SD 3: Institutional Strengthening through foundational governance and Leadership Development

SD 4: Coordination and Networking

SD 5: Partnership for Environmental Sustainability and Renewable/Clean Energy.

SD 6: Resource Mobilization

Each Strategic Direction has a set of focus areas(interventions) that are critical for achieving YADNET to become stronger and effective. The focus areas are made of programmatic and institutional objectives and actions that are the most critical to achieving YADNET vison and mission.

5.0 The Strategic Plan (SP) Goal and Objectives

5.1 Goal: The goal of the strategic plan is to contribute to national, regional and global development agenda of achieving Universal Health coverage and environmental sustainability through advocacy, effective civil society coordination, representation and enhanced capacities.

5.2 Strategic Objectives

Strengthen the advocacy and knowledge management aimed at creating an enabling environment for enhanced response to universal access to Health especially Sexual Reproductive Health services for most vulnerable especially young people by end of 2025.
Strengthen the functionality of capacity development of the organization members and partners through trainings on Universal Health Coverage (UHC), Health Systems Strengthening, SRHR advocacy SMART approaches, climate change, renewable/clean energy practices and Sustainable Development Goals (SDGs) localization.
Strengthen the organization functionality of foundational, governance and leadership structures of YADNET and her constituencies to deliver her mandate by 2025.
Strengthen the functionality of coordination and networking of YADNET at its membership to deliver her mandate.
Strengthen the organization focus on environmental conservation through partnerships and collaborations on climate smart Agriculture, climate change, Renewable/clean energy, Oil and Gas, natural resources and Extractives.
Strengthen resource mobilization and self-reliance for enhanced and sustainable organization operation.

6.0 Strategic Directions, Interventions and Outcomes

6.1 Strategic Direction one (SD1): Advocacy for Better Health (SRHR) Services

6.1.1 Strategic Interventions (SIs)

a) Adapt Human Rights and evidence-based Advocacy agenda generated through active participation of members and like-minded organizations.
b) Strengthen policy/duty bearer’s engagement at sub national, national, regional and international levels.
c) Strengthen knowledge management on quality services provision and accountability.
d) Advocacy and communication strategy development and dissemination

6.1.2 Strategic Outcomes (SOs)

a) Strengthened YADNET representation and visibility at national and global levels
b) Availability of a conducive policy and funding environment for enhancing the national, regional and global Health and Environment agenda.
c) Improved spaces for adequate engagement with key policy and decision makers
d) Improved government participation on CSOs organized advocacy for a
e) Availability of issue-based advocacy agenda generated by evidence and consensus
f) Presence of champions advocating for UHC especially SRHR, Environmental conservation, Climate Change interventions and Renewable/Clean Energy

6.2 Strategic Direction two (SD2): Capacity Enhancement, Empowerment and Knowledge Management

6.2.1 Strategic Interventions (SIs)

a) Documentation, sharing best practices, information and data relevant to YADNET UGANDA
b) Expanded program participation for members and partners to other sectors such as Oil&Gas, Renewable/clean energy
c) Civil society representation on top decision-making fora

6.2.2 Strategic Outcomes (SOs)

a) Increased availability of information and data to influence decision making and programming.
b) Increased strategic partnerships, alliances and CSOs alignment to national and global frameworks (NDP 3, SDGs, COPs etc.)
c) Improved and harmonized coordination for UHC(SRHR), Renewable/clean energy, climate change and SDGs

6.3 Strategic Direction three (SD3): Institutional Strengthening through foundational governance and Leadership Development

6.3.1 Strategic Interventions (SIs)

a) Strengthening governance and leadership structures
b) YADNET institutional rebranding and management
c) YADNET membership development
d) Building strong, accountable and transparent financial and grant management mechanism.

6.3.2 Strategic Outcomes (SOs)

a) Accountable and well-functioning Board and Board committees
b) Effective and efficient implementation of the YADNET strategic plan
c) High performing YADNET staff vis- vis performance contracts
d) Increased paid up YADNET subscriber members and partners

6.4 Strategic Direction four (SD 4): Coordination and Networking

6.4.1 Strategic Interventions (SIs)

a) Engaging member organizations and partners in joint program implementation and sharing opportunities
b) Strengthening the organization regional structures and collaborations at continental and global levels
c) Strengthen the feedback and information sharing among members and partners
d) Identify opportunities for member organizations and partners

6.4.2 Strategic Outcomes (SOs)

a) Improved coordination of network members and partners through directed program implementation
b) Improved functionality of regional and district networks
c) A strong YADNET brand trusted by all members
d) Improved and stronger feedback and empowerment mechanism to members

6.5 Strategic Direction five (SD 5): Partnership for Environmental Sustainability and Renewable/Clean Energy.

6.5.1 Strategic Interventions (SIs)

a) Engaging and promoting environmental and natural resources conservation
b) Promote climate smart Agriculture and engage in Renewable/Clean Energy, Oil and Gas discourse
c) Engage in Climate Change Mitigation and Adaptation at national and global levels
d) Participate in national, regional and global Sustainable Development Goals (SDGs) for a such as ARFSD, AU 2063 Agenda, UN SDGs 2020 agenda and UNFCCC conference of parties.

6.5.2 Strategic Outcomes (SOs)

a) Members are empowered and engaged in promoting environmental conservation through trainings
b) Climate Urban Smart farming implemented and clean energy practices such as Briquettes making conducted
c) Climate change engagement strategy developed
d) Sustainable Development Goals fora influences at national, regional and global levels.

6.6 Strategic Direction six (SD 6): Resource Mobilization Mechanism

6.6.1 Strategic Interventions (SIs)

a) Innovative and diversified funding for a sustainable program implementation
b) Register/initiate membership forums both national and international that deal with UHC(SRHR), Environmental conservation, climate change, Renewable/Clean Energy.
c) Partnership building with like minded organizations for joint planning and implementation of programs
d) Building transparent and fraud proof grant management mechanism
e) Reinvigorating, strengthening and operationalizing the Technical Support Unit (TSU) and Grants Management Unit (GMU)
f) Create an endowment fund for future use for construction of YADNET House.

6.6.2 Strategic Outcomes (SOs)

a) Financially stable YADNET
b) Increased membership to national and international organizations dealing with UHC(SRHR), Climate Change, natural resources, Renewable/Clean Energy, Oil&Gas)
c) Improved financial reporting in accordance with international best practices and standards.
d) A fully function and self-owned YADNET secretariat home.

Key development stakeholders

Table 1.0: Stakeholder matrix

Stakeholder	Stake/interest	Current Attitudes / Collaboration Areas	Power Level
Local Governments within the operation area	Key beneficiaries of the advocacy outcomes LGs are direct targets for the network Advocacy work	Can easily collaborate with the network on most issues	High
Member Civil Society Organizations	Form the General Assembly, are interested in capacity building and all other areas	Highly interested in the work of the network	High
Natural Resources and Environmental Government Agencies: NFA, NEMA, UWA	Coordination, Supervision and monitoring environmental matters Environmental awareness creation	These considers some of the work of CSOs to be complementary to the supervision mandate	Medium
Duty Bearers(Members of Parliament)	Channels of policy initiation Channeling issues of the people interest to the rest of Parliament	Consider CSOs as partners and source of information	Medium
Parliamentary Committees(Health, Natural resources, Climate change, Budget)	Legislation on SRHR,Budgets,environment, oil and gas and upholding accountability in the sector	Consider CSOs as partners and source of information	High
Private Sector such as International Oil Companies (IOCs), tea companies, banks	Development of resources, engagement with the population on commercial terms	CSR, Information dissemination, supporting local content	Medium
Donors(Plan International,EU,SIDA,UNFCCC,IRISH AID,UNFPA,GIZ/DSW)	Funding advocacy plans/ initiatives Interested in implementation of international standards	View the network as an agent and partner of societal change/ development	High
Other CSOs (such as national/ international NGOs that operate in the same area	Horizontal and vertical linkages on issues. This includes consultations, involvement, joint advocacy, capacity, information sharing	View the network as a partner in promoting issues of general/ common concern	Medium
CSO Networks (UYONET,CSAYN,UNNGOF, DENIVA, CSBAG, etc	For networking purposes on areas of similar interests	View the Network as a strategic member	Medium
Communities affected by major government projects like Road construction, oil	Communities provide information for advocacy and take part in direct advocacy activities	They consider Network and membership as a credible source of information, human rights defender.	Medium
Cultural and Religious Institutions	Community mobilization and potential partners on advocacy issues	Consider CSOs as partners and source of information	Medium
Media	Disseminate/ amplify advocacy messages	Consider CSOs as partners and source of information	High

3.0 SWOT ANALYSIS:

Table 2.0: Internal environment analysis – Our Strengths and Weaknesses

STRENGTHS

1. Organised Structure: AGM, BoD, Secretariat are all in place and all are active.

2. Membership from all NGOs (Network)

3. Secretariat Staff who can resource mobilise and undertake programme implementation

4. Annual Subscription of members as a form of sustainability and ownership

5. Its recognized (District, National)

6. Management Systems in place which makes its credible (QuAM certified)

7. Infrastructure in place including office and equipment

8. Membership to other regional and national level platforms

Indicative actions:

– The Board and staff to receive ongoing training for more effectiveness.

– Continue recruiting new members and do capacity building to strengthen their operations.

– Provide ongoing staff skills enhancement

– Encourage timely payment of membership subscriptions.

– Promote KCSON at district, national and regional levels.

– Promote QuAM to Member-CSOs.

– Develop the Networks own ‘home’; acquire more essential equipment.

– Strengthen membership and participation in national and regional forums.

WEAKNESSES

1. Inadequate reporting systems between all members and the network secretariat

2. The capacity building resources have been limited to allow extensive capacity building for members that have different capacity gaps.

3. Some Member Organisations do not pay subscription fees in time

4. The Secretariat is not fully filled.

5. Some Member Organisations Lack Transparency and proper accountability especially to their beneficiaries which distorts the image of civil society generally

Indicative actions:

– Develop clearer, user-friendly reporting tools and guidelines.

– Intentionally pursue capacity building for CSOs and the Network.

– Clarify timelines for paying subscriptions. Motivate members through opportunities to ‘travel, see and learn’.

– Fill critical positions e.g. Membership Officer; Resource Mobilization Officer etc

– Promote QuAM standards among Member-CSOs.

3.1 Scanning our external environment – Opportunities and Threats in the CSO sector:

3.2.1 Opportunities

Existence of National and regional NGO Networks

The existence of the UYONET and EASSI regional and thematic networks present opportunities to NGOs to share research, approaches, resources, capacity and work with both government of Uganda and the corporate sector. The existence of a national CSO network provides a basis for supporting district level networks and ensuring the NGO sector remains strong by keeping its membership strong. This setting provides opportunity for basket funding, receivership of regular information and access to appropriate and affordable capacity building support and an enabling environment for the sector.

Increased development spaces and initiatives

The government, through the liberalization process, has triggered a number of self-mobilization initiatives in which communities can on their own initiative development interventions. Existence of government strategic initiatives such as Vision 2040 [1]and NDP II[2] are all platforms for the growth of spaces for national development. The high growth rate and improved infrastructure (roads, electricity, IT, communications, water, and market access) provides more development opportunities to poor people and their communities.

Emerging use of Information, Communication and Technology (ICT)

Many of the issues of research, sharing data, communities of practices can now be addressed online and so NGOs need presence online as the society has gone techno. Internet and email are fundamental to serious organizations. The use of websites has gained currency. The use of social media for fundraising is also commendable and widespread. The use of ICTs is also providing increasing opportunities for local NGOs to partner with international NGOs given the ease of communication. These partnerships are a source of information, and provide financial, technical and institution building support. Indeed the online partnerships such as communities of practice provide support to thematic and issue-based advocacy initiatives that enhance local networking and address the structural causes of poverty, inequity and injustice.

3.2.2 Threats

Disruptions in CSO spaces to engage

The space to engage as CSOs has over the years increasingly become narrow as the government tries to increase control of the actions of the sector. Some activists have seen this as an attempt to drive NGOs away and also control them so that they do not progressively monitor and engage government. Some members of the Network and other CSOs fear that the new NGO Act 2016 was set in to try and control a sector that government has argued has taken on subversive methods of work. Even though NGOs formulated a self-regulating instrument known as the Quality Assurance Certification Mechanism (QuAM) in September 2006 with well set out principles and standards of behavior for ethical practice in order to protect and preserve the credibility and integrity of certified NGOs and their networks in Uganda; there seems to be doubt on the part of government that such steps like QuAM are sufficient to contain any errant CSOs.

Unresolved elements in the legal framework:

Failure to have the legal backing to enforce ethical standards and overall misgivings by the lead agencies when they act as implementing organizations in consortiums that involve other CSOs is a significant threat. This reality tends to increase the need by government to monitor the sector.

Limited resources and capacities to mobilize:

Many member CSOs have difficulty in finding sufficient, appropriate and continuous funding for their work and even those that have funding usually the resources are for a few activities and often do not cover administrative costs. These challenges are compounded by the lack of resource mobilization skills. Moreover, most CSOs tend to search for funds primarily from foreign donors and end up missing on local resource opportunities. CBOs and NGOs in the country and region have exhibited a high dependency of on donors and a tendency to shift interventions to match donor priorities leading to minimal financial, project and organizational sustainability.

Poor governance

Governance in the public sector in Uganda is still wanting. Corruption remains a major governance challenge especially in the public sector with Uganda ranked amongst the most corrupt countries according to Transparency International Annual Corruption indices. Corruption has become synonymous with public services at all levels with “kickbacks” and other forms of corruption characterising procurement processes in government. Low citizen civic capacities remain a hindrance to accountability by duty bearers. There is significantly limited capacity from communities and their leaders to monitor service delivery and where necessary hold those responsible to account. In addition many CSOs are characterized by poor governance manifested in some of their founders trying to own the CSOs/NGOs for their own selfish purposes. As a result, there is lack of NGO accountability and transparency, mismanagement of financial resources, coupled with Boards not understanding their roles; which leads to inefficiency and costly interventions. Many of the NGOs have to use their meager resources to meet Board allowances due to limited volunteerism. During the development of this strategic plan, it was discovered that some CSOs lack even the basic operational policies and systems and this has affected the sector as a whole. Other CSOs have no strategic plans in place to guide their interventions and programming.

Poor Networking and programming:

This has emerged as one of the biggest threats to CSOs seen as the cause of duplication of efforts, conflicting strategies at community level, a lack of learning from experience and the inability of NGOs to generate a harmonized and strong enough voice to address local structural causes of poverty, deprivation and under-development. CSOs both international and local often intervene at community level without any community mapping and implement projects without due regard to on-going community initiatives. There is negative competition for resources which also undermines the reputation of the sector and the effectiveness of NGO activities at community level leading to a great deal of suspicion among NGOs, secrecy and lack of transparency. This scenario is further compounded by the very poor communication within the sector. The majority of NGOs have little or no access to reliable email and internet connections; they receive almost no literature on development issues and are generally out of touch with issues of global, regional and national importance. Although the Network has done a great job to arrest the networking challenges, it may continue to face some limitations such as inadequate resources to facilitate outreaches to the CSOs to undertake capacity building on one to one.

Limited capacities to effectively engage

Many of the CSOs recognize the fact that they have limited technical and organizational capacity for constructive engagement with government and the people to ensure efficient service delivery. Areas of weak capacity include fundraising, governance, technical areas of development, leadership and management, advocacy and technological development. While community demands and needs are on the increase, NGOs feel incapacitated to adequately address these needs and many communities have developed a begging dependency syndrome. There is a lack of sustainability and ownership of development interventions by communities.

Vulnerabilities of certain groups of people

Challenges including not participating in civic actions to monitor and hold officials to account on service delivery yet they are the primary consumers of key public social services like education and health. Most women especially in rural areas form a major part of the vulnerable groups because of the inherent gender inequalities between men and women which has put them in a position of powerlessness and poverty.

Uganda has also become synonymous with conflict especially ethnic conflict rooted in the historical injustices inflicted on areas of focus with “lost counties” being a result which has to date caused prolonged conflicts. Natural resources such as forests are also a key source of conflicts in Uganda. These require joint efforts and the network can offer a better platform especially to civil society for redress of the conflict situation.

The network will continue working with its members and other stakeholders to develop interventions that help to empower these vulnerable groups so as to be able to participate in the development process.

Table 3.0: Summary of External Environment analysis- Opportunities and Threats

OPPORTUNITIES:

1. Existence of National and regional NGO Networks

2. Increased development spaces and initiatives

3. Emerging use of Information, Communication and Technology (ICT)

Indicative actions:

– Pursue strategic memberships for the benefit of YADNET and its members. Encourage member CSOs to take up similar memberships.

– Pursue innovative initiatives with development partners; district and national governments.

– Identify cost-efficient, but appropriate ICTs that can enhance the work of the network e.g. among sub-county contact persons, forest monitors etc. Encourage member – CSOs to do likewise. Strengthen financial systems using ICT appropriately.

THREATS

1. Disruptions in CSO spaces to engage

2. Unresolved elements in the legal framework:

3. Limited resources and capacities to mobilize:

4. Poor governance

5. Poor Networking and programming:

6. Limited capacities to effectively engage.

7. Vulnerabilities of certain groups of people

Indicative actions:

– Continue constructive engagement with government towards more supportive policies.

– Work towards more supportive legal framework for all CSOs.

– Proactively excel at all Network interventions as to make YADNET UGANDA the CSO of choice among key donors. Maintain a competitive edge above other CSOs/NGOs in our sector.

– Intentionally strengthen joint CSO platforms to enable them to generate a stronger voice against poor governance.

– Promote positive networking for the benefit of Member CSOs

– Seek for funding towards CSO institutional capacity building using innovative approaches.

– Link CSOs that are planning direct interventions for vulnerable groups, to potential funding sources.

4.0 NEW STRATEGIC DIRECTIONS:

4.1 YADNET UGANADA Vision, Mission and Values

The following organizational identity elements will define who YADNET UGANDA is over the foreseeable future:

Vision:

A Young Generation empowered to contribute to sustainable development

Mission

To provide a platform for all Youth focussed, Youth driven organizations and Youth groups to effectively build Capacity of Young people in SRHR and Environmental conservation for sustainable development.

Core Values

Transparency
Accountability
Effective Participation
Honesty
Rights-Based Approach

4.2 Guiding principles for the network

An inclusive network with a broad membership and representation both at the district and at the national level composed of people that are passionate about community development;
Building strong legitimacy and a voice making the Network a credible and authoritative interlocutor in multi stakeholder dialogue and planning on community development in areas of operation at various levels
Supporting and empowering CSO actors and groups at the national level, providing guidance and co-ordination to realise our shared vision;
Supporting communication, cross-learning and sharing on scaling up best practices on development work between CSOs in the districts of operation and at national level.
Reaching out to grassroots organisations and groups including farmers’ organisations, women’s groups etc.;
Ramping up district and national advocacy on community development with the possibility of moving beyond advocacy into training, behaviour change and complementing government interventions, as the
Network growth in size, depth, scope and ambition;
Forging strong partnerships with other existing networks and Civil Society Alliances and development partners
Rights sensitive, results-focused and work-plan based.

4.3 Strategic Objectives of YADNET UGANDA

The objectives guiding the network in the five year are translated into the thematic areas and these are:

Goal 1: To Set up model Youth and Teenage centres that empower Young people and build a strong Network of Youth organizations in Uganda that coordinates youths to participate in development processes and contribute to sustainable development

Objectives

To coordinate and build capacity of Youth led and focused organizations in Uganda to spearhead interventions aimed at scaling up access to SRHR, prevention of GBV and promotion of human rights through the Youth Teenage center model.
To advocate for increased access to SRHR services and provide Youth-friendly services to young people in Uganda.
To build capacity and create synergies for youth led organizations and interventions to empower youths in Uganda to access development resources; create Employment and improve their livelihood.
Promote Environmental sustainability and Climate Smart Agriculture
To foster Research development in Uganda for SRHR and Youth Friendly service provision to inform programming and budgeting.

4.4 STRATEGIC DESIGN

The overall goal of this Plan is to attain a Uganda in which the youths are central to all development processes, have access adequate productive resources and effectively contribute to sustainable development. This will be attained through building a strong Network of Youth organizations with capacity to empower and coordinate access to production resources; access quality SRHR services and services; promote environmental protection and prevention of Gender Based Violence. The strategic Plan thus sets four the four objectives to be attained during the five-year period. Through the four objectives, the strategic plan is expected to deliver the changes as illustrated in the theory of change.

The central tenet of YADNET UGANDA is to build a mass movement of organizations and youths in Uganda, with capacity to deliver interventions to increase access to SRHR services, prevent GBV and promote human rights. The actions under this objective focuses on leadership, governance and skills development; include training organizational staffs, offering mentorships and supervision and building internal systems for partner organizations.

5.0 MEASURING OUR PERFORMANCE:

5.1 Our Monitoring and Evaluation Framework and strategy:

There is increased demand for enhancing evidence-based evaluations, a learning culture and an increased emphasis on accountability for results among member organizations and also within the new national legal framework. With an increasing demand for services and decreasing resources due to the global financial crises, the Network and its stakeholders are more than ever interested in demonstrating results, effects and benefits to communities.

Our belief is that good monitoring and reporting throughout the period of implementation enables timely decisions regarding progress of the program; while also contributing to the organization’s learning that final evaluations are supposed to aid. As such, intentional efforts have been made to provide a thorough M/E framework that will generate some quarterly and annual reports in the course of implementing this strategic plan. Nevertheless, a Network with such diverse membership and especially when addressing development issues, there must be independent objective evaluations in order to provide stakeholders and development partners with credible information; and stimulate meaningful discussions on future programme interventions. See Table below showing the detailed strategic plan’s expanded logical framework that shows the strategic goals, strategic outcomes, key performance indications, and means of verifications as well as critical assumptions.

Table 5.0 YADNET UGANDA STRATEGIC PLAN’S EXPANDED LOGICAL FRAMEWORK ANALYSIS
Goals and Outcomes	Key Performance Indicators			Means of Verification			Assumptions/Risks
Goals and Outcomes	Description	Baseline	Target	Data Source	Frequency of collection	Person Responsible	Assumptions/Risks
SD AREA 1.0: ADVOCACY FOR BETTER HEALTH(SRHR) SERVICES AND INFORMATION
Strategic Goal 1.1: To set up model Youth and Teenage centers that provide Youth-friendly services and information for Youth to achieve sustainable development in Uganda.
*Outcome 1.1.1:* Government Projects and programmes are responsive to Youth friendly service needs and enhance information and sustainable development.	– Evidence that government programs meet community needs. – Evidence that government programs reflect equitable services to all.		3 key programs followed up	Copies of new program proposals	Annually	Program Officer
*Outcome 1.1.2:* Effective platforms and forums are established to facilitate quality engagement between member CSOs, duty bearer and other key stakeholders to promote youth-friendly services and information for effective service delivery.	– Number of platforms that are reporting increase in accountability by duty bearers. – Change in the quality of youth service delivery.		15	Program Monitoring Reports	Annually	Program Officer
SD AREA 2.0: EMPOWERMENT, CAPACITY ENHANCEMENT AND KNOWLEDGE MANAGEMENT
Strategic Goal 2.1: To build the capabilities of both individual member-CSOs as well as youth and communities for effective and sustainable development
*Outcome 2.1.1:* Member-CSOs and Youth are empowered with skills and innovations at the youth centres.	– % of Member-CSOs and Youth empowered and skilled.	0%	60%	Trainings conducted with CSOs and Youth	Quarterly	M/E Officer
*Outcome 2.1.2:* The internal governance and management of YADNET as a network; and also of its individual members, organizations are strengthened.	– Changes in the governance of YADNET. – Changes in the governance of Member-CSOs.		3	Review of Copies of governance documents Interviews with Committee members	Annually Annually	Executive Director Executive Director
*Outcome 2.1.3:* Effective strategic partnerships established to facilitate capacity building in program design, implementation and monitoring by CSOs.	Copies of approved new partnerships. Evidence of improved programs		Copies exist for all. Positive change	Copies of approved new partnerships.	Annually Annually	Executive Director M/E Officer
SD AREA 3.0: INSTITUTIONAL STRENGTHENING THROUGH FOUNDATIONAL GOVERNANCE AND LEADERSHIP DEVELOPMENT
Strategic Goal 3:1 To mobilize adequate resources (human, financial etc) for the Network operation in Uganda and other chapters
*Outcome 3.1.1:* By 2022, at least 60% of member CSOs and YADNET will have experienced significant increase in funding accessed for development projects and programs.	% of CSOs registering at least 50% increase in funding.		60%	Review CSO Budgets Review YADNET Budgets	Annually	Accountant
*Outcome 3.1.2:* Member CSOs capacities in the areas of grant proposal writing, fundraising and management skills are strengthened.	Evidence of Member-CSO capacity improvements for proposal writing	10%	30% or more Member- CSOs have increased capacity	Copies of approved project proposals. Interviews with CSO leaders.	Annually Annually	M/E Officer M/E Officer
SD AREA 4.0: COORDINATION AND NETWORKING
Strategic Goal 4.1: To contribute towards harmonious living by developing and nurturing meaningful and proper leadership and governance practices interventions in Uganda and beyond
*Outcome 4.1.1*: Network members and volunteers will have been empowered to lead acceptable leadership governance initiatives in their areas by end of 2022.	# of leaders practicing recommended leadership governance practices/ methods # of volunteers promoting leadership governance initiatives in their areas.			Reports on peace-building initiatives Program progress reports	Quarterly Quarterly	Advocacy/Legal Officer Advocacy/Legal officer
*Outcome 4.1.2:* Capacity for leadership governance practices by the network secretariat and members in Uganda and other African chapters..	– Evidence of improved leadership practices and capacity improvements among CSO leaders. – Evidence of improved leadership and governance by the network secretariat in Uganda to foster effective coordination of chapters in other countries.			Program Progress reports Operational leadership assessment reports by secretariat.	Quarterly Annually	Program Officers Chapter coordinators and program Managers
Strategic Goal 4.2: To enhance socio-economic well-being including social protection among vulnerable and marginalized people through rights-based development programs.
*Outcome 4.2.1:* Up to 200,000 people aged 14 – 49 years adopt practices that are safe in order to minimize the spread of sexually transmitted infections (HIV/AIDS ) and SRHR by end of 2022.	# of people aged 14-49 adopting safe practices against HIV/AIDS and SRHR	32,000	200,000	Interviews with community groups	Annually	Program Officers
*Outcome 4.2.2:* At least 200,000 women and children enjoy human rights including land rights by end of 2022.	# of women testifying of improved human rights experiences # of children testifying of improved human rights experiences		200,000	Interviews with women groups Interviews with children’s groups	Annually Annually	Advocacy/Legal Officer Advocacy/Legal Officer
*Outcome 4.2.3:* By end of 2022, at least 10,000 households and organizations that have orphans and other vulnerable people will have been empowered economically.	# of vulnerable households exhibiting improved economic livelihood	2,000	10,000	Interviews with assisted households	Annually	M/E Officer
SD AREA 5.0: PARTNERSHIP FOR ENVIRONMENTAL SUSTAINABILITY AND RENEWABLE/CLEAN ENERGY
Strategic Goal 5.1: To contribute to saving environment through empowering youth in environment friendly intervention and practices such as climate smart agriculture.
*Outcome 5.1.1*: Members and volunteers will have been empowered to lead environmental protection initiatives in their local areas and chapters by end of 2022.	# of leaders practicing recommended environmental protection methods in their areas # of volunteers and communities promoting environmental protection in their areas.			Reports on environmental protection initiatives Program progress reports	Quarterly Quarterly	Advocacy/Legal Officer Advocacy/Legal officer
*Outcome 5.1.2:* Capacity for Environmental protection among CSOs and Local Government enhanced.	– Evidence of increased capacity on environmental protection improvements among CSO leaders and communities. – Evidence of increased practices and programs designed and implemented to save environment in integrated manner			Program Progress reports Reports from activities conducted	Quarterly Annually	Program Officers Advocacy/Legal Officer
SD AREA 6.0: RESOURCE MOBILIZATION
Strategic Goal 6.1: To set up and champion a robust Resource mobilization mechanism with donors and development partners to sustain the network interventions.
*Outcome 6.1.1*: The network will have set and implemented research programs to inform decision making and policy advocacy (Research learning hub) by 2022.	# of Research programs and approaches developed # of Research papers and journals published.			Reports researches developed and implemented Program progress reports	Quarterly Quarterly	Advocacy/Legal Officer Advocacy/Legal officer
*Outcome 6.1.2:* Capacity for conducting Research programs and projects developed among network members in Uganda and Africa region,	– Evidence of members empowered to conduct researches. – Evidence of increased funding for research programs developed by network members			Research program Progress reports Donors approached to fund Research programs.	Quarterly Annually	Program Officers Advocacy/Legal Officer

7.2 Strategic plan review process:

Implementing YADNET UGANDA Strategic Plan requires leadership from all network members, management and from the Secretariat. The successful implementation of this strategic plan will be determined by both quantitative and qualitative measures. The latter will include knowledge sharing, changes in attitudes and the sense of empowerment that vulnerable people will attain. The Network will be creating spaces and opportunities to share and learn through interaction among its members and stakeholders at both district and national level. The review will reflect on the key benchmarks and concepts that are outlined under each strategic aim. The benchmark will be the network’s point of reference for assessment of trends and progress toward achieving the strategic aims through a collective action.

The success of this strategy is dependent on the network’s ability to properly monitor and evaluate the attainment of the expected deliverables outlined herein on an ongoing basis. YADNET UGANDA will monitor and evaluate the strategic plan on an on-going basis using a results based approach. Monitoring and evaluation objectives will (a) determine the extent to which the Network actions contribute to community development as aspired by its membership; (b) assess constraints and deficiencies being identified and the possible steps to be taken to overcome them; (c) assess if successes are being achieved with respect to the overall strategies and; make regular assessment of stakeholders’ perceptions to allow the Network to refocus its efforts for continual legitimacy and relevance within its mandate. The network will evaluate its strategy at mid-point of its implementation period to gauge the relevance of the strategic objectives in its internal and external environment both local and nationally.

7.2.1 Use of the results of the strategic Plan review process

The results from the strategic plan review process will be used to attain among others, the following:

Analysis of relative impact on Network’s mission and priorities across objectives
Determining objectives with noteworthy Progress/Significant Challenges
Identifying qualitative improvements, including refining the strategy, budget, or operations.
Making decisions on proposals for the budget and performance submission to the board and members of the Network and appropriate material for public reporting
Identify immediate actions which can be taken up by the Network

8.0 Coordination and implementation Schedule:

The National Coordinator of the Network will have the primary responsibility of overseeing the implementation and tracking its progress for this strategic plan. The coordinator will report on progress made on implementing this plan to the Board of Directors on a quarterly basis. The Network’s Annual Report will highlight yearly progress on overall implementation of this strategic plan. Any major likely departures from the strategic choices outlined in this document, should be reported to the Board of Directors for endorsement or re-alignment. An Annual Implementation Schedule will be prepared annually using Template shown in Appendix 1.0 of this document. The Annual Schedule will be endorsed as part of yearly plans of the Network and will require Board approval.

9.0 governance and Management structure

Figure I: Organisation Chart:

Note: 1. Senior Management – The National Coordinator will lead a Senior Management Team comprising of Finance Manager,, Programs Director and a Programs Manager. Most small and medium size programs will fall under the Programs Director.

Middle Management – Middle management will mostly comprise of Project Managers, and various technical staff.
Special Programs – The Special Programs Manager will specifically head large programs e.g. those funded by large Grants of say 1billion and above or with other characteristics that in the view of YADNET make such program special .

All positions with dotted line boxes represent new positions that will be field during the 5-Year 2018 – 2022 Strategic Plan period.

9.1 Governance versus the Management:

The General Assembly remains the supreme organ comprised of all members of the network. The Board of Directors, elected from the general assembly every three years will supervise the Secretariat through the National Coordinator. Because the network is positioning itself as one of the most effective national networks, the position of the National Coordinator; has been introduced to give the network a better image and corporate face. The roles of the NC are largely those that have in the previous strategic plan been played by the Programme Coordinator. To strengthen the Network’s base even further, the Board of Directors, working closely with the NC and his/her team, will explore appropriate ways to expanding lower-level governance structures starting with district-level committees and possibly later on to include sub-national level structures as the network grows in membership.

10. ADVOCACY AND Communication strategy

Since YADNET UGANDA has a large number of CSOs members of different caliber and needs; Advocacy and communication strategies will be developed in ways that meet their unique as well as generic needs. However at the secretariat level a number of strategies to ensure that the different stakeholders with whom the Network will interface and work with, in the next five years have a clear understanding of the strategic plan of the Network the following strategies are proposed. A detailed Advocacy and communication strategy will be developed based on the framework proposed below:

Table 6.0: Advocacy and Communications strategy framework:

Primary Audience

Strategic plan Key communications messages

Key communications channels

Anticipated Outcomes

Network members

– Network is strong and viable as a CSO Network

– Network has robust Internal processes and outcomes

– Successes and gaps in strategic plan implementation

– Annual progress reports

– Emails

– Network Website

– Business performance reports

– Board meetings

– Annual members meetings

– Increased awareness about Network activities by members

– Heightened sense of belonging and ownership of Network processes by members

– Understanding and participation of Network strategic plan enhanced

Community members

– Network is an important to their needs

– Impact of Network interventions

– Network is the best alternative for voicing community concerns

– Community Network meetings

– Brochures

– Reports

– Radio talks shows

– Network website

– Enhanced desire to be part of the Network

– Increased membership in the Network

Policy makers/

Government

– Network has good knowledge of the policy environment

– Network is a well-respected, authoritative local organization

– Network has a strong evidence base and projects and initiatives are grounded in robust evidence

– Policy changes and reforms that are needed in the different strategic objectives

– Advocacy policy briefs

– Districts and local council meetings

– Network correspondences

– Reports

– Presidential barazas

– Radio & TVs talk shows

– Policy reforms benefiting communities where the network projects implemented

– Improved partnership/ collaboration between government and Network

–

11.0 FINANCIAL PROJECTIONS:

11.1 Previous sources of funding

The Network has largely relied on project based funding from few donors making the network significantly vulnerable to donor dictates. This has limited the recruitment of staff at the secretariat and also investment in long term capital assets for the network to generate resources. A number of challenges were met in raising resources for the network and these included:

Project based short term donor support as opposed to Program support
Lack of Resource mobilization budget/ resources – “You need resources to raise resources”
Delayed/untimely release of funds which delayed implementation of activities
Slow rate of subscriptions by member organizations normally slightly above 50%. Some organizations did not subscribe as required.

The figure below shows the major donors who provided funding to the network in the last five years:

Table 7.0: Sources of funding in 2016:

Name of Donor	Amount (UGX)
NIYETU Project funded by Plan International through UYONET(2016-2020)	35,854,729
ICPD Project funded by GIZ through IPPF(2016-2018)	38,350,250
AMPLIFY PROJECT funded by UYONET(2018-2020)	120,802,849
Subscription fees, individual and corporate contributions for different functions	1,200,000

11.2 Resource mobilization principles

The Network will seek funding to develop work within its five programme focus areas on a national and local basis. The following principles will guide the mobilization of resources at the Network:

The secretariat Team will establish partnership and joint action planning with member organizations to provide project ideas and ask for support and keep members informed of funding opportunities available
Time will be invested in planning, preparing, identifying, and building relationships with new prospective donors.
In as far as possible, Board members and National Coordinator will use their official positions as opportunities for networking and resource mobilization.
Raising of project funds will take place across the Network with various individuals involved in developing funding proposals including the hire of consultants and the Network will take into consideration its capacity to implement and manage the proposed projects.
When negotiating with donors, the Network will ensure that the terms and conditions of funding agreements, procedures and reporting schedule are mutually acceptable.
The Network will seek to develop relationships and partnerships with major donors. This will be achieved through a comprehensive communication strategy that seeks to understand each other’s work and values.
The Network will encourage donor-sponsored programmes as long as they fit in with the organization’s overall mission and there is appropriate institutional capacity to support the implementation of such programmes.
The network will develop a Resource Mobilisation strategy to assist in network fundraising

11.3 Targeted sources and types of funding/revenue streams

While the Network will build on already existing sources of funds, an attempt will be made to ensure the diversification of funds in order to reduce dependency on project based funding. Corporate social responsibility will be a new revenue stream that the Network will endeavor to enhance its capability and encourage its membership to pursue.

12.0 Risks and assumptions

The following risks and assumptions have been made regarding the implementation of this strategic plan:

12.1 Assumptions

A key assumption that has been made while preparing this Strategic Plan is that all Member organizations will remain relatively stable during the next five-year period, to allow growth on past gains, both at the institutional and community level and continue to desire to belong to the Network. Other key assumptions include:

Poverty will continue to have significant impact on lives, health, food security and livelihoods in the district and region;
High levels of vulnerability and increased demand for CSO support from communities
Local government cooperation with CSOs continues and spaces of engagement are available and the new legal regime does not stifle the spaces
The positive momentum in the CSO sector will continue
The private public partnership framework takes major shape as a funding mechanism for community projects in the next five years.

12.2 Risks

Despite careful planning the achievement of the expected results in this strategic plan is not without risks, due to various internal and external factors. The Network has however identified these possible risks, assessed their likelihood and severity, and indicated the steps which will be taken to make them less likely (prevention) and to address them if they do occur (mitigation). A summary of this analysis is presented below:

Table 8.0: Risk analysis matrix

Institutional

Positive	Negative
Strengths · Collective team of resourceful people with a good mixture of skills that can be shared. · Strong network of members across the country, with easy access to grassroots. · Commitment to capacity building and learning opportunities for secretariat staff and partner organizations. · Great potential for resources mobilization	Weaknesses · Low financial capacity · Undeveloped institutional systems · Lack of coordination office and infrastructure · Wide range of not well coordinated activities pulled by network partners
Opportunities · Growing interest/recognition of youth as core actors in driving development. · Favourable global and national policy environment. · A global and national development agenda that puts sharp focus on young people. · Demographic change strengthens the need for youth focused networks and organisations. · Growing relevance of information technology for easy communication and development interventions. · Available funding opportunities for youth programs at national government and globally	Threats · Uncertain direction of national policies and laws that could impact on development priorities in Uganda. · Conflicting national development priorities that potentially affects YADNET’s strategic focus. · Some conflicting gender norms and cultural values, practices and beliefs. · Negative impact of potentially positive innovations in health and social development (moral hazard) · Cultural diversity and priorities of Network member organizations

Positive

Negative

Strengths

· Collective team of resourceful people with a good mixture of skills that can be shared.

· Strong network of members across the country, with easy access to grassroots.

· Commitment to capacity building and learning opportunities for secretariat staff and partner organizations.

· Great potential for resources mobilization

Weaknesses

· Low financial capacity

· Undeveloped institutional systems

· Lack of coordination office and infrastructure

· Wide range of not well coordinated activities pulled by network partners

Opportunities

· Growing interest/recognition of youth as core actors in driving development.

· Favourable global and national policy environment.

· A global and national development agenda that puts sharp focus on young people.

· Demographic change strengthens the need for youth focused networks and organisations.

· Growing relevance of information technology for easy communication and development interventions.

· Available funding opportunities for youth programs at national government and globally

Threats

· Uncertain direction of national policies and laws that could impact on development priorities in Uganda.

· Conflicting national development priorities that potentially affects YADNET’s strategic focus.

· Some conflicting gender norms and cultural values, practices and beliefs.

· Negative impact of potentially positive innovations in health and social development (moral hazard)

· Cultural diversity and priorities of Network member organizations

Structual

Risk	Likelihood[3]	Severity[4]	Prevention and/or mitigation
Lack of qualified staff will limit the network efforts to build capacity in various areas of programme focus	3	3	The Network will continue in its efforts to directly provide training and support the planning, design and execution of professional training materials and courses that can be delivered through our established network and partners.
Changing approaches in funding modalities by donors(e.g project versus programme funding)	3	3	The network will ensure closer engagement with donors jointly analysing value for money projections of various approaches and assessing outputs feasible according to level of funding.
The Network chapters in other countries not meeting the required and needed coordination	3	4	Ensuring a stronger Secretariat governance and coordination to foster growth of chapters in other countries, meaningfull involvement and resource mobilization jointly to strengthen the network at national and continental levels.
Funding landscape for CSO continues to worsen reducing opportunities for programme funding to the network	3	3	Diversify funding and develop social enterprises and self-funding mechanisms for the network

13.0 Strategic plan Budget estimates

Table 9.0 below summarizes the cost estimates of implementing this strategic plan over the five-year period i.e. 2020-2025. The figures for 2019 have been included to provide a picture of the starting point.

THE STRATEGIC PLAN BUDGET 2020-2025: SUMMARIZED IN THIS TABLE

THEMATIC AREA/STRATEGIC OBJECTIVE	YEAR 1	YEAR 2	YEAR 3	YEAR 4	YEAR 5	TOTAL
Advocacy for Better Health (SRHR) Services
Capacity Enhancement, Empowerment and Knowledge Management
Institutional Strengthening through foundational governance and Leadership Development
Coordination and Networking
Partnership for Environmental Sustainability and Renewable/Clean Energy
Resource Mobilization

Table 9.0 : Projected FUNDING FOR YADNET UGANDA FOR 2020-2025: YOUTH INNOVATIONS INFORMATION AND TEENAGE CENTER MODEL
MAJOR ITEM OR SECTOR:	2019 (Actual in ‘000s)	%	2020 (projected in ‘000s)	%	2021 (projected in ‘000s)	%	20223 (projected in ‘000s)	%	2024 (projected in ‘000s)	%	2025 (projected in ‘000s)	%
A. ADVOCACY FOR YOUTH-FRIENDLY SERVICES AND INFORMATION
1. Setting up the Youth innovations, information and teenage center at national and regional levels. The Youth center model based in Kampala(national),Gulu(North),Mbarara(West),Hoima(Albertine),Mbale(East),Lira(West Nile) and Moroto(Kalamoja region)	1000		166,000		166,000		178,000		177,000		170,000
2. Engaging duty bearers and policy makers in advocating for Youth friendly services provision at national and regional levels.	1000		68,000		68,000		68,000		68,000		60,000
3. Annual Reports and Quarterly YADNET Advocacy Bulletin, Best Practices network + database for district and national reports and develop Advocacy strategy	21,500		32,000		33,000		23,000		24,000		25,000
4. Conduct trainings in evidence-based advocacy for CSOs and communities to generate quantifiable data to inform programming	54,600		35,200		42,200		53,700		35,400		30,000

*Sub-total*	78,100	7	301,200	33	309,200	34	322,700	39	304,400	33	285,000	32
B. YOUTH EMPOWERMENT AND CAPACITY BUILDING:
1. Training CSOs and individuals on public budget tracking & management analysis + policy influencing	30,000		20000		24300		13300		27900		20000
2. Developing information resources on public resource management; interactions between YADNET and district leadership + related e-platforms	25,000		25600		26000		11000		11000		15000
3. Developing YADNET Training guide/manuals	1,400		25600		26000		11000		11000		15000
4. Conducting and convening Annual Africa Youth conventions on Advocacy and Development	1,100		29400		29500		29500		29500		29000
5. Assorted technical training for Secretariat staff	5,500		5,500		5,500		5,500		5,500		3,000
*Sub-total*	63,000	6	106,100	12	111,300	12	70,300	8	84,900	9	82,000	9

C. INSTITUTIONAL STRENGTHENING & RESOURCE MOBILIZATION
1. Pursuit of Corporate Social Responsibility funding	0		41,400		38,000		46,000		46,000		50,000
2. Building capacities of CSOs in grant proposal writing and management	3,700		52,700		52,700		52,700		52,700		52,700
3. Growing the membership of the network at national and regional levels	0		30,400		24,400		26,400		20,000		20,000
4. investment into YADNET local Income generating projects such as IGAs and Social Francizing	0		30,200		28,800		26,800		26,800		30,000
*Sub-total*	3700	0.3	154,700	17	143,900	16	151,900	18	145,500	16	152,700	17
D. RESEARCH DEVELOPMENT
1. Setting up Research Unit and equipped	24,100		103,000		103,000		103,000		50,000		50,000
2.Develop Research publications	0		37,400		63,400		18,400		60,000		40,000
3. Training in Research development for Network members	0		24,000		0		0		28,000		25,000
4. Radio and Television programs	6,000		30,000		30,000		30,000		30,000		30,000
5. SRHR,HIV/AIDS Research	0		47,000		47,000		51,000		41,000		50,000
6. Conduct Trainings on evidence-Based Research	853,000		90,000				66,000		108,000		100,000
*Sub-total*	859,000	76	228,400	25	221,400	24	165,400	20	267,000	29	245,000	27
E. GENERAL OVERHEADS:
1. Core Staff remuneration (Outside projects)	55000		33,800		36,580		39,438		42,876		43,000
2. New staff recruitment	5,500		2,000		3,000		3,000		4,000		3,000
3. Other overheads: Systems, Audits etc	0		10,000		11,000		11,000		11,000		10,000
Travel, Utilities etc	60,000		50,000		50,000		55,000		60,000		60,00
Statutory Fees etc	500		500		500		500		500		500		500,000
*Sub-total*	60,500	5	96,300	5	101,080	5	108,938	6	118,376	6	116,500	6
F.CAPITAL DEVELOPMENT
1. YADNET UGANDA Permanent Offices and Regional Youth centers	0		16,000		22,000		22,000		22,000		22,000
2. Other capital investments	0		10,000		30,000		15,000		–		–
3. Equipment: Vehicles, M/Cycles etc	60,500		25,000		30,000		35,000		40,000		40,000
*Sub-total*	60,500	5	84,800	8	83,580	9	75,38	9	76,876	8	75,000	8
GRAND Total	1,259,600	100	1,296,800	100	914,960	100	833,176	100	933,552	100	892,700	100

Notes: (a). Between 2018 – 2022, the largest % of the annual budget, (i.e. 34%) will be spent on setting up Youth centers at national and Regional levels; 25% on empowering network members CSOs and Youth; and about 17% on mobilizing resources – including growing the network membership. About 9% will cover overhead costs while 5% will cover some capital investments for YADNET to eventually reduce its rental costs. (b). On average YADNET will spend approximately Ugshs 895,678,000/= (equivalent to USD 249,000 per year) on its programs. (c). There is need to reconcile the above projected expenditure with (incomes reported in 2017, and projected incomes for 2018-2022.

Appendix 1.0: Strategic plan implementation schedule template:

STRATEGIC PLAN – ANNUAL IMPLEMENTATION SCHEDULE FOR 2018/22

SETTING UP OF YOUTH INNOVATIONS,INFORMATION AND TEENAGE CENTERS AT NATIONAL AND REGIONAL LEVELS

Broad areas and Specific Activities

Time in Years

Expected Outputs

Budget (000$)

Comments

PILLAR 1: ADVOCACY FOR YOUTH-FRIENDLY SERVICES AND INFORMATION

Goal 1: To set up model Youth and Teenage centers that provide Youth-friendly services and information for Youth to achieve sustainable development in Uganda

Strategic objective 1.1: To engage stakeholders and government in developing and setting up Youth innovations, information and teenage center which provide youth friendly services and information in addition to developing Youth innovations.

Outcome 1: Functional and innovative Youth and teenage centres are set up at national regional levels that provide youth-friendly services, information and youth innovations

1. Set up and functionalize Youth innovations and teenage centers in Kampala and other regions

National and regional youth centers set up and functional

10,000

2. Equip the youth centers with materials and desired innovations

Youth centers equipped and operational

20,000

3. Develop Advocacy and Communication strategy for the network

Advocacy and Communication strategy developed and disseminated.

4,000

Sub Total

24,000

Outcome 2: Effective platforms and forums are established to facilitate quality engagement between member CSOs, duty bearer and other key stakeholders to promote accountability and effective service delivery

1. Undertake Action research and dissemination through publications

2 Advocacy-evidence based assessments conducted and published

10,000

2. Develop media features, articles and Programmes including websites

An active YADNET website and media features produced regularly

5,000

3. Participate in National and local government advocacy events

Monthly Advocacy for a by members conducted

3,000

Sub Total

18,000

PILLAR 2:YOUTH EMPOWERMENT, CAPACITY BUILDING AND KNOWLEDGE MANAGEMENT

Goal 2.1: To build the capabilities of both individual member-CSOs as well as Youth and communities for effective and sustainable development

Outcome 2.1.1: Member-CSOs have access to critical resources and information that enables them to effectively engage in public resource management while also practicing ongoing learning

1. Attend and participate in conferences and dialogues by CSOs, government etc

Regional, National & International conferences relating to YADNET attended

10,000

2. Subscribe membership to UNNGOF and other consortia

Subscription requirements fulfilled

3,400

4. Initiate local advocacy actions for joint community programming and monitoring

Community based monitoring structures strengthened

6,000

5. Develop and utilize tools and mechanisms reporting of MOs to Secretariat

Standard tools for partnerships in advocacy developed

1,600

Sub Total

22,000

Outcome 2.1.2: The internal governance and management of YADNET as a network; and also of its individual members, organizations are strengthened

1. Undertake critical reforms to fulfill QuAM processes to attain a higher level of accountability

Begin the process of attaining the advanced QuAM certificate

1,000

2. Support members to develop human, financial and other policies

20 members supported to develop internal policies

3,000

3. Train board members to improve competencies in public and corporate relations

Board members oriented on their roles

3,000

4. Develop and use online platforms to enhance publicity of YADNET among potential partners

Ensure website functionality and other online platforms

1,900

Sub Total

8,900

PILLAR 3:INSTITUTIONAL STRENGTHENING AND RESOURCE MOBILIZATION

Strategic Goal 3:1. To mobilize adequate resources (human, financial etc) for the Network operation in Uganda and other chapters in Africa

Outcome 3.1.1: By 2022, at least 60% of member CSOs and YADNET will have experienced significant increase in funding accessed for development projects and programs.

1. Write letters of inquiry and proposals to respond to RFPs

At least 2 proposals per quarter

3,000

2. Develop and maintain a database of donors that fund network- like activities

Donor database developed and maintained

400

3. Participate in joint proposal development consortiums

At least 2 Joint proposals developed

2,000

4. Negotiate and develop partnerships for community work with both local, national and international organizations

Partnerships developed even when they do not involve budgets sharing

400

5. Identify and access alternative sources of funding for Programme work

Alternative sources of funds for network sustainability initiated

4,000

6. Develop YADNET Resource mobilization strategy

Resource mobilization strategy developed and disseminated

2,000

7.Construction of Offices for favorable housing of Secretariat and Regional coordination centers

Secure approved plans and start construction at national and regional

10,000

8. Conduct financial and management systems audit and develop solutions

Financial Management systems audit conducted

2,000

Sub Total

23,000

Outcome 3.1.2: Member CSOs capacities in the areas of grant proposal writing, fundraising and management skills are strengthened

Outcome: Social corporate responsibility initiatives to provide resources to the network cultivated and widespread

1. Train Members in successful fundraising

20 member CSOs trained

2,400

2. Support members’ fundraising drives

5 member CSOs supported

1,000

Sub Total

21,400

PILLAR 4: LEADERSHIP AND GOVERNANCE

Strategic Goal 4.1: To contribute towards harmonious living by developing and nurturing meaningful and proper leadership and governance practices interventions in Uganda and other African chapters

Outcome 4.1.1: Network members and volunteers will have been empowered to lead acceptable leadership governance initiatives in their areas by end of 2022.

1. Create awareness on leadership and governance practices

Leadership and governance continued

14,000

2. Conduct training in effective leadership for members

Trainings in leadership conducted

14,000

3.Support events to mark the annual leadership and governance fairs and advocacy days

Leadership fairs and advocacy days attended

12,000

Sub Total

38,000

Outcome 4.1.2: At least 200,000 Youth, Women and children enjoy human rights including civic rights by end of 2022.

1. Provide training to members on mainstreaming of cross cutting issues

10 Members supported

10,000

2. Develop and share mainstreaming checklists and monitoring indicators

Mainstreaming checklists developed

3,000

Sub Total

13,000

Outcome 4.2.3: By end the end of the year, at least 10,000 Young people have participated in leadership fora and ready to engage and exercise their voting rights

1. Orient and empower youth in civic activities for leadership and governance

6000 youth participate in the leadership positions and engagements at national and sub national.

213,000

2. Conduct community barazas at national and regional

50 Barazas conducted

23,000

3. Identify, Train and provide support to community and Youth leadership support structures such as Youth councils

Community and Youth leadership support structures such as YCs supported

44,000

4. Work closely with UYONET to promote the Leadership Academy and engaging network members in the Academy at national and regional

Linkages developed and maintained with UYONET leadership academy to have members participate at national and regional

145,000

Sub Total

645,000

425,000

PILLAR 5: ENVIRONMENTAL SUSTAINABILITY & LIVELIHOOD PROMOTION

Strategic Goal 5.1: To contribute to saving environment through empowering youth in environment friendly intervention and practices such as climate smart agriculture

Outcome 5.1.1:: Members and volunteers will have been empowered to lead environmental protection initiatives in their local areas and chapters by end of 2022

1.Conduct trainings in environmental protection initiatives such as making local briquettes

4Trainings annually conducted

25,000

2.Promotion of Climate smart Agriculture at youth centers(model gardens set up)

Model gardens set up for youth to learn

12,000

3.Conduct massive tree planting to save the environment

1 Million trees planted by 2022

18,000

Sub Total

55,000

PILLAR 6: RESEARCH DEVELOPMENT

Strategic Goal 6.1: To set up and develop research-driven interventions to inform programming at national, sub national and regional levels.

Outcome;6.1.1: The network will have set and implemented research programs to inform decision making and policy advocacy (Research learning hub) by 2022

1.Set up functional research unit with equipped materials and gargets at national and regional level

Functional research unit set up

26,000

2.Conduct research surveys and studies to inform decision making

38,000

Sub-Total

64,000

Outcome 6.1.2: Capacity for conducting Research programs and projects developed among network members in Uganda and Africa region

1.Training network members and communities in research development and data capture tools

150 Network members and 500 community members trained in research

19,500

2.Dissemination of research findings with stakeholders(bulletins, survey reports and e-communications)

Research findings disseminated at workshops and online

16,800

Sub-Total

36,300

Staff Remuneration and Administration

Staff Salaries

26 Motivated staff

360,000

Travels

25,000

Board Costs

9,500

Equipment maintenance

45,000

Other office running costs

46,000

Sub Total

535,000

GRAND TOTAL

1,259,600

[3] On a scale of 1 to 5, 1 being very unlikely and 5 being likely.

[4] On a scale of 1 to 5, 1 being trivial and 5 being severe.

Call us : +256 774 652 222

yadnetuganda1@gmail.com

P.O BOX 7325-Kampala

Kampala Uganda

Our strategic plan (2020 -2025)

TABLE OF CONTENTS

Foreword

Acknowledgements

1.0. INTRODUCTION

1.1. Background to YADNET UGANDA

1.2. Strategic plan development process

1.3 Transition from KYADNET to Yadnet Uganda

3.0 SWOT ANALYSIS:

Table 2.0: Internal environment analysis – Our Strengths and Weaknesses

3.1 Scanning our external environment – Opportunities and Threats in the CSO sector:

3.2.1 Opportunities

3.2.2 Threats

Table 3.0: Summary of External Environment analysis- Opportunities and Threats

4.0 NEW STRATEGIC DIRECTIONS:

4.1 YADNET UGANADA Vision, Mission and Values

4.2 Guiding principles for the network

4.3 Strategic Objectives of YADNET UGANDA

5.0 MEASURING OUR PERFORMANCE:

5.1 Our Monitoring and Evaluation Framework and strategy:

7.2 Strategic plan review process:

7.2.1 Use of the results of the strategic Plan review process

8.0 Coordination and implementation Schedule:

9.0 governance and Management structure

Figure I: Organisation Chart:

9.1 Governance versus the Management:

10. ADVOCACY AND Communication strategy

11.0 FINANCIAL PROJECTIONS:

11.1 Previous sources of funding

11.2 Resource mobilization principles

11.3 Targeted sources and types of funding/revenue streams

12.0 Risks and assumptions

12.1 Assumptions

12.2 Risks

13.0 Strategic plan Budget estimates

Appendix 1.0: Strategic plan implementation schedule template: